• Finance / Personnel Goals Bureau
  • Strategic Direction
  • Patrol Bureau
  • Support Bureau
  • Finance / Personnel Bureau
  • Policy Management and Safety
  • Police Administration
  • Program Support Division
  • Employment Services
  • Financial Management
  • Communications Division
  • Professional Standards
  • Training Division
  • Personnel/Assets Command
  • Operational Command
  • Fiscal Command
  • A1-FPB Ensure an effective and timely response to community requests and complaints received by the Office of the Chief of Police. Staff will make contact with residents or complainants within 24 hours.
  • A2-FPB Improve communication and enhance the relationship between the Police Department and members of the City Council and staff by attending weekly City Communications meetings at City Hall.
  • A3-FPB Professionally and thoroughly complete all special tasks and initiatives as directed by the Executive Staff.
  • B1-FPB Establish a video production component of the Public Relations Office Team to include broadcasts in Spanish.
  • B2-FPB Produce and disseminate a quarterly internal informational video series originating from the Office of the Chief of Police.
  • B3-FPB Increase followers on Department's social media sites such as Facebook, Twitter, and YouTube, to include Spanish-speakers.
  • C1-FPB Add one Asset Management Technician in FY18.
  • D1-FPB Build an internal and external infrastructure to facilitate, promote sustainability, and expand operational abilities of focused deterrence strategies initialized during the National Initiative project.
  • D2-FPB Continue to develop and maintain a proactive relationship with academic institutions, originated during the National Initiative, to facilitate internal and external periodic evaluations of police legitimacy, operational tactic efficiency and effectiveness, and to obtain community feedback on police policies.
  • D3-FPB Develop an internal system of recognition for officers and command leadership who consistently exhibit the principles espoused within the Procedural Justice Training provided during the National Initiative to include recognition for external and internal modeling of behaviors.
  • E1-FPB Ensure every member of the FWPD seeks and receives TCOLE certification for each level that they are qualified.
  • E2-FPB Ensure sufficient amount of TCOLE eligible classes are available for personnel to qualify for certifications.
  • E3-FPB Introduce a 3-part supervisor leadership series.
  • E4-FPB Introduce a 3-part corporal leadership series.
  • E5-FPB Expand outside training and continue to host leadership courses for all ranks.
  • E6-FPB Pursue the viability of developing the new training building into a Regional Training Facility.
  • F1-FPB Continue providing exceptional firearms training to recruits and LEOs.
  • F2-FPB Implement proactive programs to improve qualification scores and reduce remedial training.
  • F3-FPB Implement structured firearms drill sessions across all shifts to improve firearms performance and decision-making.
  • F4-FPB Over a 5-year period, acquire 400 additional carbine rifles and train personnel.
  • F5-FPB Increase staff by one Administrative Technician.
  • G1-FPB Expand the driver-training unit to allow continuous and consistent driving courses.
  • G2-FPB Purchase a multi-screen use of force simulator and staff it to provide training across all shifts.
  • G3-FPB Develop patrol drills for mock village and conduct training across all shifts.
  • G4-FPB Conduct Advanced Law Enforcement Rapid Reponse Training (ALERRT) and other force-on-force training in realistic scenario-based evolutions.
  • H1-FPB Streamline application process for out-of-town applicants.
  • H2-FPB Move to a digital application, testing, and scoring process.
  • H3-FPB Increase frequency of civil service exams.
  • H4-FPB Amend the minimum hiring standards to match benchmark studies of other Texas agencies.
  • I1-FPB Increase diversity within the Fort Worth Police Department by recruiting and testing at selective locations.
  • I2-FPB Increase the participation in the Explorer Program and adopt formal methods to try to recruit members to become lifelong employees.
  • I3-FPB Test off site a minimum of 2 times per year to reach more diverse and qualified individuals.
  • I4-FPB Fort Worth Police Training Division will establish a committee for the purpose of identifying and selecting citizens to serve as Oral Review Board members
  • J1-FPB Design and implement an officer Early Intervention Program.
  • J2-FPB Add four public information specialists.
  • J3-FPB Upgrade the IA Pro software system with new software extensions.
  • J4-FPB Acquire TPCA Accreditation in 2017.
  • J7-FPB Update use of force policy and add de-escalation and excessive force (levels I, II, and III) policies in the General Orders.
  • J5-FPB Acquire CALEA Accreditation within five years.
  • J6-FPB Obtain 100% compliance with Recognition Program Monthly Audits.
  • T5-FPB Utilize PowerDMS for testing purposes each quarter.
  • K1-FPB Assist Municipal Court with establishing their own Criminal Justice Agency for CJIS.
  • K2-FPB Install 5-7 new consoles each year through 2020.
  • K3-FPB Develop a “needs assessment/ funding” plan to build a new back-up location.
  • K4-FPB Install a new phone system.
  • L1-FPB Provide timely communication to internal customers, field personnel, by responding to email requests within one business day at least 95% of time.
  • L2-FPB Gather variance information required for quarterly financial forecasts prior to the end of the reporting period and have final draft forecasts ready for review by command staff two business days prior to submission to the Budget Office.
  • L3-FPB Provide monthly status reports to command staff within two weeks of the month end close for all periods that are not covered by the quarterly forecasting process.
  • L4-FPB Conduct a budget development meeting with the command staff of each Command prior to the submission of the proposed budget to the Budget Office.
  • L5-FPB Conduct an adopted budget review meeting with the command staff of each Command during the month of October.
  • P4-FPB Process at least 90% of invoices within 30 days of receipt.
  • P5-FPB Process at least 90% of invoices offering cash discounts for prompt payment within the discount period.
  • P6-FPB Process at least 95% of travel requests within 3 business days of receipt of approved requests.
  • P7-FPB Process 100% of travel advances for per diem received at least two weeks prior to travel date.
  • P8-FPB Process at least 95% of travel reimbursement requests within 3 business days of receipt of complete and approved requests.
  • P9-FPB Monitor accounts for compliance regularly to ensure at least 90% of journal entries are complete by month end closing and at least 97% of required journal entries are completed by the month end closing of the following month of the affected transaction.
  • N1-FPB Work with Human Resource Department to identify and implement a plan to ensure that five key positions are aligned with the complexity of the position responsibilities and/or duties in FY17.
  • N2-FPB Provide quarterly reports/updates internally and externally for Command staff, City Management, CCPD Board and the public.
  • N3-FPB Continue to provide job training opportunities and leadership development for at least 15% of Division staff per year.
  • N4-FPB Increase staff by one Administrative Technician in FY19.
  • O1-FPB Increase the number of Grant and Program Management personnel by two positions in FY18 and FY19 to increase capacity to apply for and manage additional grant funding opportunities as directed by the Chief and Command staff.
  • O2-FPB Maximize grant funding opportunities to meet the needs of the department and/or assist to advance the department’s mission to be a national leader in law enforcement. Increase number of applications submitted by at least 10% each year once staffing levels have increased to ensure the funding can be managed in compliance with all requirements and program guidelines.
  • O3-FPB Work to increase the overall funding from grants annually by evaluating the returns on investment.
  • O4-FPB Continue to explore and seek funding in support of community oriented policing annually.
  • O5-FPB Annually evaluate the Crime Control and Prevention District, Partners with a Shared Mission programs to ensure programs align with District goals and are accomplishing the desired outcome as indicated by the Board of Directors and the Chief of Police.
  • O6-FPB Evaluate the CCPD Community Based Program process and implement improvements for FY18.
  • O7-FPB Support job training and cross-training opportunities, as well as, leadership development among at least two staff each year.
  • P1-FPB Increase the number of Contract and Procurement personnel by two staff to ensure the appropriate amount of resources are provided to execute and manage approximately 250+ agreements and procurement responsibilities assigned to this Section in FY18.
  • P2-FPB Provide quarterly training sessions and materials to the field so that departmental staff are aware of the procurement and contract execution process, how to plan ahead of time, who to contact and how to start the procurement and/or contract execution process.
  • P3-FPB Continue to monitor the improper purchasing report and invoice aging report (in collaboration with other Police work groups providing similar services) monthly to keep the Police Department in good standing with City Policy and continue to build good relationships with City Purchasing.
  • Q1-FPB Provide quality customer service to the public by providing accurate and timely information to the public and to staff as requested.
  • Q2-FPB Assist Technology Services Section with revamping the website to align under the City of Fort Worth website structure and to make crime data enhancements to the City’s open data initiative in FY17.
  • Q3-FPB Facilitate, implement, and/or track initiatives and goals at least quarterly as outlined and assigned in the Strategic Plan, the Business Plan, and CCPD as well as annual Chief driven initiatives as assigned.
  • Q4-FPB Create a Five-Year Strategic Plan implementation database showing status of all action items using City Clear Point software in FY17.
  • Q5-FPB Facilitate formal process to prioritize facility needs and develop a more formal procedure or policy for work group/facility moves in FY17.
  • Q6-FPB Assist Property Management annually with the implementation of facility projects once funding is available to ensure facilities are meeting operational need.
  • Q7-FPB Continue to provide annual facility-related recommendations for incorporation into the Capital Improvement Plan.
  • Q8-FPB Provide support to the Crime Control and Prevention District Board of Directors by continuing to make improvements to the data provided and by assisting with the educational efforts leading to the next renewal election in 2019.
  • Q9-FPB Maintain departmental GIS layers monthly on behalf of the Department, and incorporate improvements as appropriate.
  • Q10-FPB Analyze workload and provide justification for one additional senior planner position to support departmental growth (FY19).
  • Q11-FPB Increase staff by one senior planner in FY19.
  • R1-FPB Continue to analyze workload and provide justification for three additional positions (FY19-FY21) in support of department growth and technological advancements to increase capacity and efficiencies.
  • R2-FPB *Continue to implement technological advancements to increase officer capabilities, increase efficiencies and provide improved customer service to the community each year.
  • R3-FPB *Continue to conduct research to advance the department in the use of technology in support of law enforcement each year.
  • S1-FPB Work to recruit and hire a qualified workforce that reflects the diversity of the population of Fort Worth as defined by the City Human Resource Department.
  • S2-FPB Ensure that Employment Services’ staff stay up to date with State and Federal laws and regulations by performing an annual review of new and revised materials, and ensuring that all staff is trained prior to implementation of those changes.
  • S3-FPB Meet with the appropriate City Human Resource Division teams at least quarterly to continually improve the consistency and congruency of communication among the work units.
  • S4-FPB Provide timely and professional counsel and guidance to employees and supervisors in all areas of human resource management by responding to requests by the appropriate method within period of time set for by the applicable regulation, i.e. FMLA.
  • J8-FPB Update disciplinary policy, procedure, and matrix
  • T1-FPB Move forward to obtain accreditation through the Texas Police Chiefs Association Best Practices Recognition Program.
  • D4-FPB Provide Procedural Justice training to all sworn personnel and provide Procedural Justice training to community members.
  • T2-FPB Continue to conduct research to advance the department with innovative programs and policies in support of law enforcement.
  • G5-FPB Implement additional use of force and de-escalation training.
  • T3-FPB Continue to provide comprehensive support services to the Chief, Executive Staff, and department personnel in the areas of policy development and employee safety by communicating responsively with accurate and timely information.
  • T4-FPB Continue the process to provide educational seminars and materials to both sworn and non-sworn personnel so department staff remain up-to-date on new departmental policies, procedures and safety issues.
  • A1-FPB Ensure an effective and timely response to community requests and complaints received by the Office of the Chief of Police. Staff will make contact with residents or complainants within 24 hours.
  • A2-FPB Improve communication and enhance the relationship between the Police Department and members of the City Council and staff by attending weekly City Communications meetings at City Hall.
  • A3-FPB Professionally and thoroughly complete all special tasks and initiatives as directed by the Executive Staff.
  • B1-FPB Establish a video production component of the Public Relations Office Team to include broadcasts in Spanish.
  • B2-FPB Produce and disseminate a quarterly internal informational video series originating from the Office of the Chief of Police.
  • B3-FPB Increase followers on Department's social media sites such as Facebook, Twitter, and YouTube, to include Spanish-speakers.
  • C1-FPB Add one Asset Management Technician in FY18.
  • D1-FPB Build an internal and external infrastructure to facilitate, promote sustainability, and expand operational abilities of focused deterrence strategies initialized during the National Initiative project.
  • D2-FPB Continue to develop and maintain a proactive relationship with academic institutions, originated during the National Initiative, to facilitate internal and external periodic evaluations of police legitimacy, operational tactic efficiency and effectiveness, and to obtain community feedback on police policies.
  • D3-FPB Develop an internal system of recognition for officers and command leadership who consistently exhibit the principles espoused within the Procedural Justice Training provided during the National Initiative to include recognition for external and internal modeling of behaviors.
  • E1-FPB Ensure every member of the FWPD seeks and receives TCOLE certification for each level that they are qualified.
  • E2-FPB Ensure sufficient amount of TCOLE eligible classes are available for personnel to qualify for certifications.
  • E3-FPB Introduce a 3-part supervisor leadership series.
  • E4-FPB Introduce a 3-part corporal leadership series.
  • E5-FPB Expand outside training and continue to host leadership courses for all ranks.
  • E6-FPB Pursue the viability of developing the new training building into a Regional Training Facility.
  • F1-FPB Continue providing exceptional firearms training to recruits and LEOs.
  • F2-FPB Implement proactive programs to improve qualification scores and reduce remedial training.
  • F3-FPB Implement structured firearms drill sessions across all shifts to improve firearms performance and decision-making.
  • F4-FPB Over a 5-year period, acquire 400 additional carbine rifles and train personnel.
  • F5-FPB Increase staff by one Administrative Technician.
  • G1-FPB Expand the driver-training unit to allow continuous and consistent driving courses.
  • G2-FPB Purchase a multi-screen use of force simulator and staff it to provide training across all shifts.
  • G3-FPB Develop patrol drills for mock village and conduct training across all shifts.
  • G4-FPB Conduct Advanced Law Enforcement Rapid Reponse Training (ALERRT) and other force-on-force training in realistic scenario-based evolutions.
  • H1-FPB Streamline application process for out-of-town applicants.
  • H2-FPB Move to a digital application, testing, and scoring process.
  • H3-FPB Increase frequency of civil service exams.
  • H4-FPB Amend the minimum hiring standards to match benchmark studies of other Texas agencies.
  • I1-FPB Increase diversity within the Fort Worth Police Department by recruiting and testing at selective locations.
  • I2-FPB Increase the participation in the Explorer Program and adopt formal methods to try to recruit members to become lifelong employees.
  • I3-FPB Test off site a minimum of 2 times per year to reach more diverse and qualified individuals.
  • I4-FPB Fort Worth Police Training Division will establish a committee for the purpose of identifying and selecting citizens to serve as Oral Review Board members
  • J1-FPB Design and implement an officer Early Intervention Program.
  • J2-FPB Add four public information specialists.
  • J3-FPB Upgrade the IA Pro software system with new software extensions.
  • J4-FPB Acquire TPCA Accreditation in 2017.
  • J7-FPB Update use of force policy and add de-escalation and excessive force (levels I, II, and III) policies in the General Orders.
  • J5-FPB Acquire CALEA Accreditation within five years.
  • J6-FPB Obtain 100% compliance with Recognition Program Monthly Audits.
  • T5-FPB Utilize PowerDMS for testing purposes each quarter.
  • K1-FPB Assist Municipal Court with establishing their own Criminal Justice Agency for CJIS.
  • K2-FPB Install 5-7 new consoles each year through 2020.
  • K3-FPB Develop a “needs assessment/ funding” plan to build a new back-up location.
  • K4-FPB Install a new phone system.
  • L1-FPB Provide timely communication to internal customers, field personnel, by responding to email requests within one business day at least 95% of time.
  • L2-FPB Gather variance information required for quarterly financial forecasts prior to the end of the reporting period and have final draft forecasts ready for review by command staff two business days prior to submission to the Budget Office.
  • L3-FPB Provide monthly status reports to command staff within two weeks of the month end close for all periods that are not covered by the quarterly forecasting process.
  • L4-FPB Conduct a budget development meeting with the command staff of each Command prior to the submission of the proposed budget to the Budget Office.
  • L5-FPB Conduct an adopted budget review meeting with the command staff of each Command during the month of October.
  • P4-FPB Process at least 90% of invoices within 30 days of receipt.
  • P5-FPB Process at least 90% of invoices offering cash discounts for prompt payment within the discount period.
  • P6-FPB Process at least 95% of travel requests within 3 business days of receipt of approved requests.
  • P7-FPB Process 100% of travel advances for per diem received at least two weeks prior to travel date.
  • P8-FPB Process at least 95% of travel reimbursement requests within 3 business days of receipt of complete and approved requests.
  • P9-FPB Monitor accounts for compliance regularly to ensure at least 90% of journal entries are complete by month end closing and at least 97% of required journal entries are completed by the month end closing of the following month of the affected transaction.
  • N1-FPB Work with Human Resource Department to identify and implement a plan to ensure that five key positions are aligned with the complexity of the position responsibilities and/or duties in FY17.
  • N2-FPB Provide quarterly reports/updates internally and externally for Command staff, City Management, CCPD Board and the public.
  • N3-FPB Continue to provide job training opportunities and leadership development for at least 15% of Division staff per year.
  • N4-FPB Increase staff by one Administrative Technician in FY19.
  • O1-FPB Increase the number of Grant and Program Management personnel by two positions in FY18 and FY19 to increase capacity to apply for and manage additional grant funding opportunities as directed by the Chief and Command staff.
  • O2-FPB Maximize grant funding opportunities to meet the needs of the department and/or assist to advance the department’s mission to be a national leader in law enforcement. Increase number of applications submitted by at least 10% each year once staffing levels have increased to ensure the funding can be managed in compliance with all requirements and program guidelines.
  • O3-FPB Work to increase the overall funding from grants annually by evaluating the returns on investment.
  • O4-FPB Continue to explore and seek funding in support of community oriented policing annually.
  • O5-FPB Annually evaluate the Crime Control and Prevention District, Partners with a Shared Mission programs to ensure programs align with District goals and are accomplishing the desired outcome as indicated by the Board of Directors and the Chief of Police.
  • O6-FPB Evaluate the CCPD Community Based Program process and implement improvements for FY18.
  • O7-FPB Support job training and cross-training opportunities, as well as, leadership development among at least two staff each year.
  • P1-FPB Increase the number of Contract and Procurement personnel by two staff to ensure the appropriate amount of resources are provided to execute and manage approximately 250+ agreements and procurement responsibilities assigned to this Section in FY18.
  • P2-FPB Provide quarterly training sessions and materials to the field so that departmental staff are aware of the procurement and contract execution process, how to plan ahead of time, who to contact and how to start the procurement and/or contract execution process.
  • P3-FPB Continue to monitor the improper purchasing report and invoice aging report (in collaboration with other Police work groups providing similar services) monthly to keep the Police Department in good standing with City Policy and continue to build good relationships with City Purchasing.
  • Q1-FPB Provide quality customer service to the public by providing accurate and timely information to the public and to staff as requested.
  • Q2-FPB Assist Technology Services Section with revamping the website to align under the City of Fort Worth website structure and to make crime data enhancements to the City’s open data initiative in FY17.
  • Q3-FPB Facilitate, implement, and/or track initiatives and goals at least quarterly as outlined and assigned in the Strategic Plan, the Business Plan, and CCPD as well as annual Chief driven initiatives as assigned.
  • Q4-FPB Create a Five-Year Strategic Plan implementation database showing status of all action items using City Clear Point software in FY17.
  • Q5-FPB Facilitate formal process to prioritize facility needs and develop a more formal procedure or policy for work group/facility moves in FY17.
  • Q6-FPB Assist Property Management annually with the implementation of facility projects once funding is available to ensure facilities are meeting operational need.
  • Q7-FPB Continue to provide annual facility-related recommendations for incorporation into the Capital Improvement Plan.
  • Q8-FPB Provide support to the Crime Control and Prevention District Board of Directors by continuing to make improvements to the data provided and by assisting with the educational efforts leading to the next renewal election in 2019.
  • Q9-FPB Maintain departmental GIS layers monthly on behalf of the Department, and incorporate improvements as appropriate.
  • Q10-FPB Analyze workload and provide justification for one additional senior planner position to support departmental growth (FY19).
  • Q11-FPB Increase staff by one senior planner in FY19.
  • R1-FPB Continue to analyze workload and provide justification for three additional positions (FY19-FY21) in support of department growth and technological advancements to increase capacity and efficiencies.
  • R2-FPB *Continue to implement technological advancements to increase officer capabilities, increase efficiencies and provide improved customer service to the community each year.
  • R3-FPB *Continue to conduct research to advance the department in the use of technology in support of law enforcement each year.
  • S1-FPB Work to recruit and hire a qualified workforce that reflects the diversity of the population of Fort Worth as defined by the City Human Resource Department.
  • S2-FPB Ensure that Employment Services’ staff stay up to date with State and Federal laws and regulations by performing an annual review of new and revised materials, and ensuring that all staff is trained prior to implementation of those changes.
  • S3-FPB Meet with the appropriate City Human Resource Division teams at least quarterly to continually improve the consistency and congruency of communication among the work units.
  • S4-FPB Provide timely and professional counsel and guidance to employees and supervisors in all areas of human resource management by responding to requests by the appropriate method within period of time set for by the applicable regulation, i.e. FMLA.
  • J8-FPB Update disciplinary policy, procedure, and matrix
  • D4-FPB Provide Procedural Justice training to all sworn personnel and provide Procedural Justice training to community members.
  • G5-FPB Implement additional use of force and de-escalation training.
  • T1-FPB Move forward to obtain accreditation through the Texas Police Chiefs Association Best Practices Recognition Program.
  • T2-FPB Continue to conduct research to advance the department with innovative programs and policies in support of law enforcement.
  • T3-FPB Continue to provide comprehensive support services to the Chief, Executive Staff, and department personnel in the areas of policy development and employee safety by communicating responsively with accurate and timely information.
  • T4-FPB Continue the process to provide educational seminars and materials to both sworn and non-sworn personnel so department staff remain up-to-date on new departmental policies, procedures and safety issues.

Employment Services

Finance / Personnel Bureau
Goals Accomplishments Division / Unit / Section Responsible Party - Lead Funding Status
Dec-20 Jan-21 Feb-21
S1-FPB Work to recruit and hire a qualified workforce that reflects the diversity of the population of Fort Worth as defined by the City Human Resource Department.

Section Manager reviewed staffing, attrition and promotional information for PD Executive Staff.  The Civilian Employment Specialist processed 2 resignations, 1 retirement, 2 transfers, 1 rehire, and 1 voluntary demotion.  The Polygraph Examiner conducted 1 civilian and 1 Police Trainee exam; consulted with the Background Unit Lieutenant to formulate consistent testing procedures; consulted with Sgt. Yates to discuss future Police Trainee testing and the last cycle results; and consulted with outside examiners on the increased number of inconclusive exams. 

Section Manager provided the weekly staffing status update to PD Executive Staff on behalf of the AD.  Section Manager & Employment Specialists met with PD Finance to discuss a USDOJ grant requiring creating civilian overage positions and requesting a waiver of recruitment.  Employment Specialists processed 8 civilian separations and filled 4 vacancies; and are working with HR to prep for the entry level Civil Service Exam in February.  The Polygraph Examiner conducted 9 exams for the Civilian Response Specialists candidates.

Section Manager provided the Personnel/Assets & Fiscal Command AD's with the monthly Attrition Report; prepared a salary proposal for the newly appointed sworn for the F/P Bureau Chief; and provided the weekly staffing status update to PD Executive Staff on behalf of the AD.  Section Manager and Employment Specialists held a conference call with City HR, Talent Acquisition regarding the new job application system.  Employment Specialists requested the eligibility lists for Feb and March promotions; processed 11 sworn promotions/appointments/rehires; processed 6 civilian vacancies and filled 7; consulted with hiring managers on internal recruitments, reclassifications, reorganizations, interview questions, and the selection process.  

  • Employment Services Section (S)
  • Employment Services Unit
  • No Funding Needed
  • S2-FPB Ensure that Employment Services’ staff stay up to date with State and Federal laws and regulations by performing an annual review of new and revised materials, and ensuring that all staff is trained prior to implementation of those changes.

    Section Manager participated in the Introduction to Records Management training WebEx.  Section Manager provided Reserve Officer M&C Training to Section supervisory staff.  Civilian Employment Specialist reviewed the Civilian hiring process flow with Employment Services support staff.  Support staff received cross-training/experience on the Panel Interview process and Unemployment Claims.  Sworn Employment Specialist trained support personnel on sworn separation and reinstatements and IA requests.  A support staff took the "Headaches" City Webinar.

    One Employment Specialist attended the Purpose Webinar: and all staff either provided or received a variety of internal cross-training in the following: Tracking Education Levels; ePerformance; PeopleSoft Queries; Promotional Letters in Mail Merge; IA ORR process; processing EIP/CIP incentive pays; Wage Step progression per the Meet & Confer Agreement; auditing incentive pays; processing return notices for COVID exposures; file retention; the M&C process for Reserve Officers; and submitting the Attrition Projection Monthly Report.

    Section staff attended the MRC Training provided by City HR, ELRD. Section internal cross-training continued: Driver's License Audit, Strategic Goals, Civilian NEOP, CIP incentive pays, and promotional process tracking.  Employment Specialists participated in the NFBPA Summit, and attended an Excel Dashboard Training, and a Section Staff member attended the Developing Better Relationships at Work training.

  • Employment Services Section (S)
  • Section Manager
  • No Funding Needed
  • S3-FPB Meet with the appropriate City Human Resource Division teams at least quarterly to continually improve the consistency and congruency of communication among the work units.

    Section manager and Sworn Employment Specialist met with City Legal on sworn overpayment issues (via conference call); with City HR on Parental Leave for Sworn employees; and on EPSL and leave related to COVID after 2020.  Section Manager and AD participated in a WebEx with City HR Payroll regarding the cost of payroll processing - the allocation of time dedicated to payroll activities.  Section staff participated in the City HRC/ELRD Monthly Conference call.  Sworn Employment Specialist worked with City HR ELRD to interpret sworn Acting Pay and Holiday Pay; worked with the Commission on the promotional exam appeal process; Talent Acquisition on Police Trainee questions; Legal regarding rate of pay; and HRIS on rehire wage progression dates.  MRU Supervisor held discussions with Legal on CCHs and her testimony as a witness on an appeal. 

    Employment Specialists held a conference call with City HR- HRIS regarding the new City Incentive Pay form process; with HR-Talent Acquisition & HR-Class and Comp regarding an approved grant for an Anti-Gang Youth positions; with HR-HRIS regarding seniority dates for those who transition from civilian to sworn; and with HR regarding pay adjustments to Chief Noakes salary.  Section Manager held a conference call with City Legal to discuss the merits of a civilian disciplinary case.  The MRU Supervisor participated in a conference call with PD Sworn and City Wellness to review the Significant Event process.  Section staff participated in City HR's HRC/ELRD monthly conference call. 

    Section staff participated in the City HR, HRC Monthly Conference Call.  Medical Records Supervisor participated in a discussion with City HR, Risk Management and City Legal on upcoming contested occupational cases. Employment Specialists consulted with City HR, Talent Acquisition regarding the CJIS requirements for job applicants as part of their new Applicant Tracking System; City HR, Risk Management regarding fraudulent unemployment claims; City HR, Records regarding pending audits for sworn rehires; and City HR, Class and Comp regarding the revised Civil Service testing schedule and a job description for a newly created civilian grant funded position.  Section staff provided assistance to the City HR Civil Service Commission/Class & Comp to proctor the Civil Service entrance Exam. 

  • Employment Services Section (S)
  • Staff
  • No Funding Needed
  • S4-FPB Provide timely and professional counsel and guidance to employees and supervisors in all areas of human resource management by responding to requests by the appropriate method within period of time set for by the applicable regulation, i.e. FMLA.

    Section manager provided consultation to Communications management on employee performance issues; Employment Specialists provided consultation on the interview, selection and hiring process for the Civilian Response Specialist positions; authorized strength counts; performance appraisals; and overpayment repayment options.  The MRU continued to consult with the JEOC representatives, supervisors, employees and administrative staff on COVID exposure notices, leave issues, claim issues, and testing and RTW instructions.  

    Section staff provided consultation to internal and external customers on setting up grant awarded positions; sworn specialty position selection process, incentive pay process, consideration of integrating SmartSheet or SharePoint; the Significant Event Blue Team process; background scheduling; Parental Leave; job descriptions and working titles; GO interpretations; sworn transfers; demographic information; staffing levels; promotional process review with PD Oversight Committee representative; COVID related issues.; and discussing on more efficient use of funds used for outsourced poly exams.  

    Section Manager provided consultation on two civilian employee termination cases, a sworn Grievance, PD employee Driver's License requirements, provided the PD an updated Pandemic Leave Use & RTW Guide, reviewed & advised sworn supervisors on interview questions, and provided the out-going Chief's resume to the Office of the Chief.  Section staff provided consultation to internal and external customers regarding benefits and terminal leave payouts for recently termed employees; personnel file reviews; restricted police powers; military leave; General Order requirements for sworn time in assignments; policy interpretation for CPPT; the M&C process for Reserve Officers; a facial hair waiver issue; and badge numbers for rehired officers.   The MRU supervisor continued to submit the COVID daily data/counts and consulted with employees, supervisors, and the JEOC on new exposures and positive cases; consulted with City HR on a deceased employee; and assisted employees navigate the Disability Retirement processes. 

  • Employment Services Section (S)
  • Staff
  • No Funding Needed